International Business Communication - Essay Example

International Business Communication Executive Summary This paper examines the various social constructions of culture as they are understood by the British and the Chinese. In particular, the cultural dimensions are considered for their possible impact on cross-cultural communication, being important elements of inter-cultural interactions. The two cultures are analyzed on different grounds and how they impact communication within their societal contexts. The Chinese culture is characterized by a collectivist culture and a high-context communication pattern while the British culture is essentially individualistic and low-context in terms of its communications. 2. Introduction Since culture is a social construct, communication patterns differ from culture to culture and so does the way in which business is conducted (Bannon and Mattock 2003, p. 5). Communication across cultures plays a pivotal role when considering dealing with individuals outside of one’s home country (Hooker 2012). In business, particularly when going through the negotiation process and endeavoring to establish successful international operations, businesses carefully consider the cultural differences and try to adopt a communication strategy that will not hurt their chances of doing business (Gibson 2002, p. 1; Hendon, Hendon and Herbig 1996). Multi-national corporations, international joint ventures, and cross-country acquisitions are some business partnerships that involve cross-cultural interactions and hence an understanding of the different cultural communication patterns and discourses. What is acceptable in one culture may not be acceptable or appropriate in another. Successful interactions are those that involve a good knowledge of the cultural differences and global etiquette (Martin and Chaney 2012, p. ix). 3. Main Finding 3.1 Different ways of communication Geert Hofstede has conducted a large number of researches based on cultural aspects of communication. His theory on cultural dimensions explains the various bipolar variables or aspects of a particular culture that impacts cross-cultural communication, including power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, pragmatism versus normativeness, and indulgence versus restraint (The Hofstede Centre 2014; Hofstede 1993, p. 89-90). Asian cultures, and particularly the South Asian and Chinese cultures are essentially collectivist, which means that they possess a sense of group affiliation and association rather than their individualist counterparts who have a greater sense of being an autonomous entity. Also, the differentiation between low-context communication and high-context communication is a critical aspect, where high-context cultures including the UK rely more on explicit cues for the understanding of messages whereas low-context cultures seem to have a great sense of comprehending subtle messages (Hall 1976) given out through gestures, implicit expressions, and so on (Hooker 2012, p. 1; Carte and Fox 2004, p. 19). Martin and Chaney (2012, p. x) mention how a Chinese delegation may pay more attention to being greeted or not, as a non-verbal gesture of receiving importance. On the other hand, an average high-context cultural executive, such as one from the UK, may not find the matter significant although the action can hurt possible business deals. 3.2 The sensitivity and cultural differences in the UK market Having their presence in two different continents, the UK and China have great cultural differences although China is one of the most popular destinations for Western expatriate managers (Maude 2011). However, the same country is also the one where the expatriates have experienced the greatest failures in prospective projects. This is because the cultural differences, particularly those resulting from the linguistic disparity are wide and so are the value systems and practices. As described by Li (2012), the Chinese culture is “non-confrontational” and overt signals are not appreciated, which may result in a decline in lucrative business opportunities. The UK is, however, a multi-cultural country with a diverse composition of the populace following globalization which presents varied social constructs in their view of different cultures (Wood, Landry, and Bloomfield 2006). The Chinese culture, being collectivist in nature and a high-context country, focuses more on in-groups that are closer including friends, family, etc while individualistic, low-context cultures such as that of the UK focus on out-groups where each individual is considered as an exclusive entity (Hall and Hall 1990; Fabbi 2012, p. 3). Thus, the cultural differences are very well-defined and marked in terms of communication as well as values, practices, and thought systems. It is interesting to mention how the information technology is increasingly taking a dominant place in communication. The varied cultural attitudes and habits are also prominent when considering online human interactions over the internet. An interesting study conducted and presented by Li and Kirkup (2007, p. 304) also suggests that cultural nationalities have a great impact on one’s attitude towards the internet and their perceived social construction of the internet. 3.3 The Principles of Business Communication Cultural dimensions are important perspectives to consider when a company decides to go international with their operations. Communication is one of the most important considerations when dealing with potential international business partners for mergers, acquisitions, joint ventures, and so on. Globalization and rapidly expanding regional economies has provided great trading opportunities for foreign investors and cultural factors play an important role in the strategic decision-making carried out by businesses (Deresky 2008, p. 237). Chinese individuals are more likely to take into account the long-term visions as compared to their British counterparts who often look at short-term profits and goals at times. Culture impacts the choices made during developing strategies and actions are, to a large degree, shaped by the social constructs of culture. 3.4 To propose a communication plan for Holidays in China for British people When it comes to information dissemination, communication channels provide with effective tools in order to communicate the message. Communication channels include verbal, non-verbal, and written channels (“Understanding Communication Channels” 2002, n.pag.). Recent innovations in information technology have brought about new trends in social media which is being used as a powerful tool to communicate information (Lardi and Fuchs 2013). Hence, social media can be employed as a platform to start promotional campaigns that inform the people and create awareness about holidays in China. Alternatively or as an additional communication channel, print advertisement in magazines and newspapers can also be used in order to communicate positive sides of China that the British may find appealing and attractive. 4. Conclusion Communication is an instrument that goes a long way in delivering messages from one individual to another. Since globalization has transcended borders, many business operations and other human interactions are occurring cross-culturally. This has led to the concept of understanding and appreciating the different dimensions of one’s culture so as to enhance communication for a more meaningful and productive interaction. Such interactions are the reason behind successful multi-national business endeavors. 5. Bibliography 1. Bannon, G. and Mattock, J. (2003). Cross-cultural communication. London: Kogan Page. 2. Carté, P. and Fox, C. (2004). Bridging the culture gap. London: Kogan Page. 3. Deresky, H. (2008). International management. Upper Saddle River, NJ: Pearson Prentice Hall. 4. Gibson, R. (2002). Intercultural Business Communication. Oxford: Oxford University Press. 5. Fabbi, M. 2011. Managing cultural differences between UK and China. Munich: GRIN Verlag GmbH. 6. Hall, E. T. (1976). Beyond culture. Garden City, N.Y.: Anchor Press. 7. Hall, E. T. and Hall, M. R. (1990). Understanding cultural differences. Yarmouth, Me.: Intercultural Press. 8. Hendon, D. W., Hendon, R. A. and Herbig, P. A. (1996). Cross-cultural business negotiations. Westport, Conn.: Quorum. 9. Hofstede, G. (1993). Cultural constraints in management theories. The Academy of Management Executive, 7 (1), pp. 81--94. 10. Homepages at Western Michigan University. (2002). Understanding Communication Channels. [online] Available at: http://homepages.wmich.edu/~bowman/channels.html [Accessed: 8 Apr 2014]. 11. Hooker, J. (2012). 19 Cultural Differences in Business Communication. The Handbook of Intercultural Discourse and Communication, 29 p. 389. 12. Lardi, K. and Fuchs, R. (2013). Social Media Strategy. Zurich: Hochschulverlag AG. 13. Li, N. and Kirkup, G. (2007). Gender and cultural differences in Internet use: A study of China and the UK. Computers & Education, 48 (2), pp. 301--317. 14. Li, H. (2012). Doing Business in China: Cultural Differences to Watch for. [online] Available at: http://www.ibtimes.com/doing-business-china-cultural-differences-watch-411996 [Accessed: 8 Apr 2014]. 15. Martin, J. S. and Chaney, L. H. (2006). Global business etiquette. Westport, Conn.: Praeger. 16. Maude, B. 2011. Managing cross-cultural communication. Houndmills, Basingstoke Hampshire: Palgrave Macmillan. 17. The Hofstede Centre. (2014). Dimensions. [online] Available at: http://geert-hofstede.com/dimensions.html [Accessed: 8 Apr 2014]. 18. Wood, P., Landry, C. and Bloomfield, J. (2006). How can we unlock the potential of cultural diversity in cities?. 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